新任主管管理技能.pptVIP

* * * * * 识別一个帮助他人提高工作表現以及提高组織價值的机会 辅导是一个帮助他提高工作表現以及提高組织價值的机会.有些时候,人们会主动請你辅导,但不要坐等这样的机会.要学会识别辅导机会并随时利用这些机会. ? * * * How to use results in a positive manner when giving feedback? Effective coach provide regular feedback to people with whom they work. They can give both positive and corrective feedback. About 80% of the performance problems that occur in the workplace could be solved with better use of feedback. People do things right at least 80% of time, but rarely is the feedback they get 80% positive. 80/20 Rule Supervisors should try to give 80 % positive feedback to their employees and limit corrective feedback to 20 % if employees are doing thihgs right 80% of the time. Ask : How many of you get positive feedback you deserve? If your employees were here today and we asked them the same question, how many hands do you think we would get? Most of us complain that we don’t get enough positive feedback, but when we have the chance to give it, we don’t give it either. Recognition strengths performance Some supervisors think if they don’t say anything bad, people should assume everything is OKAY. Most people are motivated by the desire to achieve results, as long as someone notices the results. People will work hard and long if they know what they do is appreciated and recognized. B = Behaviour, what the employee is doing that is valuable. E = Effect, why the performance is important and how it contributes T = Thank You, Let the employee know you appreciate their work * * * * * * * * * * 对中国的企业来说，激励问题显得更加突出，十几年前，日本能率协会专务理事三上成喜谈到他对中国企业管理的看法时认为；如果把中国现有的工厂交给日本人经营管理，不需要在‘硬件’方面增加一分钱投资，只要在管理方式等软件方面稍加改进，生产效率即可提高2-3倍，甚至5-10倍。早在1984年，香港学者周巧笑指出，在中国，‘十亿人民在等待激励’ 激励的基本任务就是调动下属的积极性，激发他们的创造性和主动性。正如弗朗西斯所说；你可以买到一个人的时间，你可以雇到一个人到指定的工作岗位，你可以买到按时或按日计算的技术操作，但你买不到热情，你买不到 创造性，你买不到全身心的投入，你不得不设法争取这些。激励研究热成了一种全球性现象 * 如果我们接受麦格里格的分析，激励的含义是什么呢？答案在马斯洛的框架中得到了最好的描述。X理论假设低级需要主导个体行为，Y理论假设高级需要决定个体行为，麦格里格自己认为Y理论比X理论更符合实际。因此，他提出了一些促进员工工作动机的方法，如参与决策过程，提供有责任性和挑战性的工作，建立融洽的群体关系等。 * 授权的